Organizational Culture Shift
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This document discusses organizational culture and how to shift culture. It defines culture as the shared values and rituals that integrate organizational members. It then outlines steps to shift culture such as aligning values with goals, rewarding demonstration of values, using daily huddles and storytelling to reinforce values, empowering employees, focusing on customers, collaboration, and training. It advocates for a flat structure with clear communication and decision making to drive performance. Finally, it discusses rolling out the culture shift through awareness campaigns, change ambassadors, training, and aligning diverse groups through common understanding and catalysts.
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Organizational Culture Shift
- 1. C U LT U R E S H I F T A T I M E F O R C H A N G E
- 2. CULTURE – WHAT WHERE HOW?! “Culture is how organizations ‘do things’.” Robbie Katanga “Organizational culture defines a jointly shared description of an organization from within.” Bruce Perron Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” Richard Perrin With so much buzz about culture, it sure must mean something – something BIG!
- 3. SO, WHAT IS IT AGAIN – CULTURE. OK… BUT HOW! Core Values in line with company goals • Trust • Commitment • Accountability • Collaboration Walk the Talk • Live up to claims Reward • Reward people for exhibiting core values • Inspire others to emulate these behaviors Daily huddle Story telling / OD Unlocking ways and means to define Culture. Begin with the end in mind – Stephen Covey Reiterate core values / behaviors at meetings • Create an experience via story telling, living the core values • Use OD mechanisms to instill values
- 4. BUILDING AN ETHOS OF PERFORMANCE & INNOVATION High Performance Empowerment & Authority + effective PM process Leadership Capabilities Customer centric Communication & Collaboration Training Reward appropriate behaviors Open, listen to ideas, create innovation time Bottom up innovation Provide autonomy Analyze behaviors with psychometric tools to harness creativity Spurring Innovation!
- 5. ENVISIONING A FLAT STRUCTURE Flat Structure Structure Communication Decision making Performance Production Productivity Team and Company vision Personal Goals matter Have Fun, Keep Score, Will Win! Constant state of improvement A drive to achieve the best!
- 6. METAMORPHOSING TO SUCCESS! Awareness / Learning / Practice • Publicity via road shows / campaigns / internal bulletins • Understanding the context / assimilating the ambiguity • Translating the ‘why’ to ‘how’ and sustain the behaviors Percolation • Change Ambassadors who would champion this cause • Utilize the Adoption Model to attain greater success Cultural & Behavioral training • Trainings and activities to ease employees into the new culture • To acclimatize everyone through behavior focused initiatives Collaboration • Steward the campaign via functions of Leadership, Human Resources & Communication • Surrounding yourself with the right people
- 7. UNITY IN DIVERSITY – ALIGNING THE DIVERSE GROUPS • Understanding each groups’ behaviors and drawing a common ground • Make use of the change catalysts to drive behavior • Leverage the nuances of market competition from the new blood that has come in via engineers & product managers; parallely assimilate organization culture from the sales team
- 8. LO AND BEHOLD, IT’S NOT THAT HARD, IS IT! The need • Marketplace readiness • Skill shift of employee Understand those involved • Robust communication strategy • Get into the minds of employees affected Aim to engage Share good / bad examples Mode of propagation
- 9. C H A N G E I S T H E L A W O F L I F E A N D T H O S E W H O L O O K O N LY T O T H E PA S T O R P R E S E N T A R E C E R TA I N T O M I S S T H E F U T U R E
Editor's Notes
- Defining company culture would call for the below actions. Building culture is a huge task, and involves a lot of critical elements to it. First, I would urge for a set of core values and beliefs to be finalized for the organization. It is through these values that the company’s culture can be arrived at. Trust, Commitment, Accountability & Collaboration are the values that will uphold in it’s day to day operations. Through these values, desired behaviors will be framed and ultimately lead to smooth functioning. So, how are these core values devised? organization’s set of seasoned, tenured employees would get together to frame these values, as the CEO has some initial thought on it already. Few Change Ambassadors would be identified. We would then frame the set of desired behaviors that we want to achieve keeping in mind the core values. Demonstrating trust via giving them autonomy and staying assured that the task given will be completed. Demonstrating commitment by keeping one’s word – when anyone takes up a task for completion & so forth, for the other values. Secondly, living up to what has been put down. As in, leadership and the Change Ambassadors would reiterate these values / behaviors in their daily actions. Very clearly define and articulate these behaviors expected. Thirdly, rewarding people who demonstrate these values in teams / with others will also help in defining the culture and build a strong foundation. Via daily huddle / stand up meetings, make it a point to set aside 5 mins to percolate the culture and values across all. Use this forum to speak about what went well living it up in the past 24 hours about these core values. Use story telling / OD initiatives to ring in the true spirit of the value system. Story telling can be used as a very powerful tool to share experiences that the team has had with customers / stakeholders in demonstrating these values. OD initiatives can be used to resolve issues / problems that the team is facing. For eg., any team with a collaboration concern can be asked to come forward and a tool like Johari Window can be used to bring out the blind spots. Also, OD initiatives can be used to drive the changes i.e. role plays instilling values of trust, commitment, accountability & collaboration.
- Taking few of the aspects that the CEO wishes to portray, I have showcased High Performance culture, Innovation, a flat structure & determination to achieve more. The actions leading towards these have been mentioned, and how they are entwined with the core values. Creating a culture of High Performance: - An effective PM system which lays emphasis on shared vision, transparent rewards, customer centric & timely feedback would be pivotal to the new culture. This would embody the core value of trust and accountability. Empowerment & authority should be bestowed upon deserving employees who would take the teams to the next level. This way they would be trusted and this leads to them giving their 100% to the organization. - Leadership capabilities, via grooming to-be leaders; who would in turn with their skills look at collaborating amongst teams and people. This would result in greater collaboration, as a value. - Integrating customer centricity with communication and collaboration; ensuring that the brand – organization, people, mission and purpose are all aligned. - Encouraging training and development amongst all would inculcate a culture of learning and growth. Gaining additional skills would only help in contributing better to the organization; thereby living the value of commitment. - Rewarding high performers would also ring in the desired culture. Driving a culture of innovation: - Encourage creativity by listening to all, being open and eradicating a sense of being judgmental. Have a dedicated segment of Innovation Time for all. As Google has 20% of employees’ time dedicated toward innovation, and start up ideas, have a similar culture which spurs innovation. Collaboration. - Ensure that innovation ideas come bottom up, across all cadres. Ideas spread horizontally. - Providing autonomy to employees to do their job lets them trust you. Stating the results, and what is expected – leave it to employees to decipher. This would result in accountability being displayed. - Gain insights in employees’ personalities by administering psychometric tools like MBTI, which would help you harness the creative lot. And of course, just innovation and creativity will not do. This would also help you find the other people who are good at executing / operations, so – the entire team is ready to get on the new innovation project!
- A culture of flat structure - With organization being small, a flat structure will be easy to work with as there would be less managers, having a larger span of control. Due to the reduced number of layers, the output would be greater, sans red tapism and bureaucracy. - Communication would be easier, and this would lead to greater collaboration, as a value. This can also lead to greater innovation. - With a flat structure organization can see itself as lean and fit, and decision making will be easier without any delays. organization can be more agile. Determination / Pushing themselves - Having in mind organization’s company vision would help in achieving the daily tasks – result in displaying commitment as a core value. - Ensuring that the teams share their personal goals / off work with each other would help in collaboration, knowing that your team mate has bungee jumping as bucket list would definitely help in bonding better. - Constant learning would help in increasing each employee’s learning agility and in totality contribute to organization’s growth.
- Few challenges that I foresee in implementing the cultural change activities - Awareness / Learning / Practice : how would organization employees be aware that a change has taken place? The learning – change in behavior is perceived to be the most difficult in such a scenario. Having people muster the energy and discipline to alter the habits and put them into practice is a definite challenge again. So, in response, to create awareness, having a road show / floor walk / town hall with organization leadership speaking on these cultural changes / core values would certainly help. Campaigns / internal bulletins / workplace images / desktop screensavers. Helping employees understand the context setting is critical, organization senior leads would pitch in here. Also, putting these behaviors into practice is also a challenge, this would be done by inculcating the right behaviors via behavioral training and then rewarding these repeated behaviors. - Assimilation by employees and then the cascade to all levels is pivotal. This can be a challenge as it has to be guaranteed that the message reaches the last drop. To instill these values, Change Ambassadors would be identified who are seasoned employees who have an understanding of organization’s current employees and are also open enough to welcome new changes. The Change Ambassadors would be from across the organization, selected on the basis of their networks, credibility, influence and ability to communicate. Once identified, then the changes in the PM system / activities for innovation / restructuring to make it a flat organization would be told to them, who would then spread the message across. In every scenario, there are innovators, early adopters, early majority, late majority & laggards. This change to become a success, would be aimed at early majority & late majority. Regular meetings would take place post their communication to check on the pulse of the change. - Behavior focused initiatives would be in place to give employees the skills they need to embrace the change. For instance, instilling a culture of innovation, the Change Ambassadors would have initial meetings wherein everyone watches TED talks / inspirational stories to spur innovation. Another way is through organizational development (OD) methods that would involve interpersonal and group techniques. Interpersonal and group-based OD techniques & interaction in face-to-face groups. Teambuilding would be used to help teams focus on achieving organizational goals. - Collaborating with the right people at this juncture would mean for success of the program. Assembling a great team is crucial to a successful change management program. It is not possible to do everything, so we must leverage external expertise. I would recognize the need to combine elements of Leadership, Human Resources and Communications. Post these actions, a dip stick survey would be administered to check if our efforts have really paid off, or any changes required.
- The most important aspect of a cultural shift – Communication. Communication. Communication. I would take the help of appropriate departments – MarCom / Leadership. - Firstly, I would help communicate the need for this cultural shift. Why are we doing it? As, in 2015, it came to realization that the ad network model was no longer the game changer, organization decided to shift base to an ad technology company. Here, I would take the help of the CEO (Rama) to bring in his thoughts as to why the change was critical and what would be the benefit to organization / employees. As there was also a skill shift, there would be apprehensions voiced on the job security. This would be addressed as appropriate. Here it is imperative that he touches upon the external market scenario – has to be specific and consistent, in explaining why the culture of the past is no longer viable or relevant in this context. - Understanding those involved : Begin with organization employees to understand what is going through them. Answer their anxieties as to why a change is being done. - Aiming to engage via employees of organization and the management coming together to talk it out. Ideal would be informal brown bag lunches or coffee connects. These aim at being a not-so-serious event yet communicate the point. - Sharing good and bad examples: Sharing the success stories about individuals or teams that have fully embraced the new culture is a good way. Also, managers can share the failures and describe the times when they or others did not live up to the new values and goals. Admitting one’s own mistakes as a leader in this case is especially powerful. - Mode of propagation : would not be via leadership / MarCom alone but also most importantly, our Change Ambassadors. They are the people who would really connect on ground. Their affiliation and influence would trickle down to all the levels due to their connect and presence. Apart from these, OD / team initiatives / physical modes – bulletins, danglers in the office space, online – screen savers